CIO University Learning Objectives
Derived from Clinger-Cohen Core Competencies (Revised 9/00)

Clinger-Cohen Core Competencies

Learning Objectives

1.0: Policy and Organizational

General Discussion: The CIO has one of the most serious positions in the government and must be able to talk to an extremely wide range of people. They work in a fast-changing environment (technology, legislation, policy, and politics) and there is a "felt pain" about the size and scope of the job.

Competency 1.1-Department/Agency missions, organization, function, policies, procedures

1.1 LO 1: Explore the varied interpretations of IT including IT as seen in legislation; IT focus (operational vs. technical), and its typical locations in organizational structures.

 

1.1 LO 2: List and describe the elements of the CIO's role that are common to all CIOs regardless of size of the organization.

 

1.1 LO 3: Define the role of the CIO, differentiating between the role of the CIO as the COO of the information group, and the role of the CIO as a critical staff member of the top management team. (See also 5.7 LO4)

 

1.1 LO 4: Describe the various models/patterns of organizational structure in Federal agencies (including GAO's maturity schema for CIOs) and evaluate the organizational structure of the CIO's own agency to the general models available. (Note: Same as 1.4 LO 3)

 

1.1 LO 5: Using metrics where possible identify and discuss the environment, attributes, and best practices that characterize an effective CIO organization.

 

1.1 LO 6 Identify and describe how the IT mission/purpose supports the enterprise mission. (See also 5.1 LO 3)

 

1.1 LO 7:Identify and discuss the ways in which an organization's stated mission and/or mission statement influences its decision making. (See also 5.1 LO 3)

 

1.1 LO 8: Discuss and illustrate (using organizational illustrations) how the IT mission and structure supports the organizational mission. (See also 5.1 LO 3)

Competency 1.2-Governing laws and regulations (e.g. Clinger-Cohen, GPRA, PRA, GPEA, OMB Circular A-130, PDD 63)

1.2 LO 1: Legislation such as the Clinger-Cohen Act, the CFO Act and acquisition reform legislation is driving a new management paradigm in the federal government. List the major provisions of such legislation and discuss the implications of such legislation on the CIO and on his/her organization.

 

1.2 LO 2: Identify current and emerging legislation and or regulation relevant to the CIO's responsibilities. Assess the provisions of the legislation, including performance mandates, and discuss the implications for his/her organization. (See also 5.1 LO 9)

 

1.2 LO 3: Discuss the role (impact, interaction) of oversight, regulatory, and government-wide policy groups on the CIO and his/her responsibilities and organization.

 

1.2 LO 4: Discuss the importance of utilizing a comprehensive system or scorecard to track and communicate emerging legislation, regulations, and intergovernmental legislation, including changes in acquisition regulations/guidelines. List the steps necessary to develop, implement and maintain such a monitoring system. (Same as 1.5 LO1: 1.6 LO8)

 

1.2 LO 5: Compare and contrast metrics that can be used to assess the organization's performance, particularly its compliance with relevant legislation, and the intent of that legislation. Consider both IT legislation and other relevant legislation. (See also 1.3 LO 5)

 

1.2 LO 6: Assess the impact of technology on the implementation of "electronic government." Consider benefits and unintended consequences. ( See also 1.6 LO 12)

Competency 1.3-Federal government decision-making, policy making process and budget formulation and execution process

1.3 LO 1: Discuss the strategic planning process for the CIO and IT. Demonstrate the importance of the process as it assesses the internal and external organizational environment, addresses organizational strengths, weaknesses, and culture and anticipates and forecasts the impact of future trends.

 

1.3 LO 2: Design a strategic planning process that links IT/CIO strategic plans to enterprise/program strategic plans, and enterprise/program strategic plans to government-wide strategy, strategic goals and performance objectives.

 

1.3 LO 3: Discuss the advantages and limitations of different decision-making approaches, and identify a method or methods of effective decision-making that supports the agency mission.

 

1.3 LO 4: Describe approaches needed to develop a culture/climate of innovation and creativity that will support the Clinger-Cohen mandate to create and develop IT initiatives. (Same as 1.4 LO 8; 2.1 LO 19)

 

1.3 LO 5: Identify and evaluate methods that assess the CIO's effectiveness as he/she implements the organization's strategic plan. (See also 1.2 LO 5)

Competency 1.4-Linkages and interrelationships among Agency heads, COO, CIO, and CFO functions

1.4 LO 1: Identify and evaluate the attributes of organizational culture and discuss how the organization's culture, affects its decision-making process. (Same as 2.4 LO 4)

 

1.4 LO 2: Describe traditional Agency head, COO, CIO and CFO roles and functions and compare those to the relationships and outcomes that are mandated by Clinger-Cohen, NRA, and other relevant regulation and legislation.

 

1.4 LO 3: Describe the various models/patterns of organizational inter-relationships in and among Federal agencies and compare/contrast the organizational structure of the CIO's own agency to general models available to take advantage of these interrelationships. (Same as 1.1 LO 4)

 

1.4 LO 4: Utilizing a systems perspective, discuss organizational structure, line and staff responsibilities, the flow of communications, independent and interdependent decision-making, and the contribution of IT and the CIO to the organizational structure. Analyze these organizational interactions within his/her own organization.

 

1.4 LO 5: Describe and map both the structure and the processes of an organization and its information flows.

 

1.4 LO 6: Assess technology's role in streamlining delivery of services to external entities (include citizenry, federal, state, local and international governments.)

 

1.4 LO 7:Examine Clinger-Cohen and other recent legislation to identify the mandates to create and develop IT initiatives. Compare these mandates to approaches taken in his/her organization.

 

1.4 LO 8: Describe the approaches needed to develop a culture/climate of innovation and creativity that will support the Clinger-Cohen mandate to create and develop IT initiatives. (Same as 1.3 LO 4)

 

1.4 LO 9: Discuss the elements found in a dynamic organizational environment and articulate and apply the methods needed to create a shared vision that empowers such an environment.

Competency 1.5-Intergovernmental programs, policies, and processes

1.5 LO 1: Discuss the importance of utilizing a comprehensive system or scorecard to track and communicate emerging legislation, regulations, and intergovernmental legislation, including changes in acquisition regulations/guidelines. List the elements necessary to develop, implement and maintain such a monitoring system. (Same as 1.2 LO 4; 1.6 LO8)

 

1.5 LO 2: Discuss the legislative, regulatory and coordination dimensions and mechanisms of intergovernmental programs, policies and processes.

 

1.5 LO 3: Discuss the effect of Government policy- making, coordinating organizations, and/or advisory groups on individual government organizations.

 

1.5 LO 4: Oversight and enforcement entities external to the CIO's organization may affect the CIO in fulfilling his/her responsibilities. Discuss the role of the CIO in interacting with these entities and their programs and policies.

 

1.5 LO 5: Analyze multi-sector partnership opportunities enabled by technology that may assist the CIO in fulfilling the organization's mission.

Competency 1.6-Privacy and security

1.6 LO 1: Define privacy and security. Distinguish between privacy issues and security concerns.

 

1.6 LO 2: Identify and discuss legislation and regulation regarding privacy and security. Analyze the effect of these laws and regulations in differing contexts.

 

1.6 LO 3: Evaluate security and privacy laws and regulations relative to the openness that is sought in FOIA (Freedom of Information Act).

 

1.6 LO 4: Define and discuss concepts involved in IT security technologies, including cyber terrorism and its countermeasures, and various auditing and monitoring tools and techniques.

 

1.6 LO 5: In a specific agency, be able to analyze current practices regarding both privacy and security, and design systems needed to achieve organizational excellence.

 

1.6 LO 6: Assess internal and external factors affecting an organization's privacy policies and practices.

 

1.6 LO 7 Discuss the importance of utilizing a comprehensive system or scorecard to track and communicate emerging legislation, regulations, and intergovernmental legislation-and their effect on privacy and security issues. List the steps necessary to develop, implement and maintain such a monitoring system. (Same as 1.2 LO 4)

 

1.6 LO 8: Discuss global privacy issues, including those emerging from, and in, the international arena.

 

1.6 LO 9: Be able to identify and discuss national security concerns emanating from global trade practices.

 

1.6 LO 10: Discuss and give examples of the importance of planning, developing, and implementing systems addressing privacy and security concerns.

 

1.6 LO 11: Use a systems approach to describe the potential impact of organizational policies on security and privacy as well as the effect of security and privacy practices on other elements of the organization.

 

1.6 LO 13: Be able to identify and discuss privacy and security issues that may occur relative to other IT responsibilities such as records management, archival records, freedom of information requests, declassification, firewalls, security involving partners (extended enterprises) etc.

 

1.6 LO 14: Assess the legal and social effects of emerging technology on individuals including both internal and external customers.

 

1.6 LO 15: Assess the effect of technology on the implementation of "electronic government." Consider benefits and unintended consequences. (Same as 1.2 LO 6)

 

1.6 LO 16: Discuss the potential privacy and security "trade-offs" involved when considering collaborative technologies, Knowledge Management, E-Commerce

 

1.6 LO 17: Discuss concerns regarding the protection of America's critical infrastructures, both governmental and commercial, including power, transportation, banking and telecommunications systems. Include in the discussion, PDD 63, and the Critical Infrastructure Assurance Office (CIAO) and other efforts to protect and maintain America's physical and cyber infrastructure. (See also Core Competency 10 regarding IT Security and Information Assurance)

Competency 1.7-Information Management

1.7 LO 1: Define, discuss, and evaluate technology and technological advancement. Include current and emerging concepts.

 

1.7 LO 2: Identify and classify the types of agency and interagency resources that may be used for tracking legislation, technology, regulation, and other external drivers. (See also 1.5 LO 1)

 

1.7 LO 3: Compare, contrast and evaluate internal and external sources of information that will assure awareness and understanding of new and emerging technology and its business implications.

 

1.7 LO 4: Since rapidly emerging technology can overwhelm the regulatory responsibilities of a government entity, identify and evaluate approaches and methods to anticipate and forecast emerging and future trends

 

1.6 LO 5: Discuss bleeding edge, leading edge and trailing edge IT, and the importance of maintaining a properly balanced portfolio of technologies in one's organization.

 

1.7 LO 6: Effective IT management plans in an integrated manner for managing information throughout its life cycle. Discuss the IT planning, budgeting, implementation, and control lifecycle with reference to this concept, (Reference: OMB Circular A-130)

2.0 Leadership/
Managerial

General Discussion: Management concepts are important but CIOs must move beyond management to leadership. They must be able to understand the dimensions of Clinger-Cohen, and how they play out operationally in their organization. Interpersonal skills are essential for success because of the frequency of change, and the need to communicate vision.

Competency 2.1-Defining roles, skill sets, and responsibilities of Senior Officials, CIO, staff, and stakeholders.

2.1 LO 1 Compare and contrast theories of multiple managerial and leadership roles. Illustrate their application in the workplace.

 

2.1 LO 2: Know theories of multiple managerial and leadership skills. Demonstrate their application in the workplace.

 

2.1 LO 3: Compare the various roles and skills of a CIO with the OPM listing of Executive Core Qualifications that all CIOs are expected to demonstrate.

 

2.1 LO 4: Identify the interpersonal skills demonstrated by leaders and discuss the importance of these interpersonal skills in supporting essential leadership and managerial roles. .

 

2.1 LO 5 Discuss the importance of CIOs identifying their own interpersonal skill sets, as well as those of their staff.

 

2.1 LO 6: Define leadership and distinguish among the different types of leaders

 

2.1 LO 7: Discuss visionary leadership and why such leadership is so important today.

 

2.1 LO 8 Discuss the relationship between program visionary leadership and technical visionary leadership and the need for both.

 

2.1 LO 9: After defining the communication process, and the variety of communication media, demonstrate effective communication skills.

 

2.1 LO 10: Discuss the communications barriers present in various situations and media, and practice/model approaches to overcome and/or manage these communication barriers.

 

2.1 LO 11: Identify and demonstrate behaviors related to effective listening and feedback

 

2.1 LO 12: Discuss the advantages and disadvantages of each of the different small group and network communication patterns.

 

2.1 LO 13: Describe the range-and effect-of interpersonal communications (including media) in individual, small group, and organizational communication.

 

2.1 LO 14: Discuss and demonstrate the application of the principles of individual behavior and group behavior in organizations.

 

2.1 LO 15: Define the concept of motivation and discuss its importance in the organization.

 

2.1 LO 16: Evaluate both need-based theories of motivation and process-based theories. Illustrate/demonstrate the application of these theories in motivating individuals in the workplace.

 

2.1 LO 17: Identify and analyze the needs of both internal and external stakeholders.

 

2.1 LO 18: Discuss the advantages and limitations of different decision-making approaches, and identify methods of effective decision-making that support the specific agency mission of the CIO.

 

2.1 LO 19: Describe the approaches needed to develop a culture/climate of innovation and creativity that will support the Clinger-Cohen mandate to create and develop IT initiatives (Same as 1.3 LO 4 and 1.4 LO 8)

 

2.1 LO 20: Understand the role of conflict in an organization and demonstrate effective conflict management skills.

 

2.1 LO 21: Design approaches to champion initiatives

Competency 2.2-Methods for building federal IT management and technical staff expertise

2.2 LO 1: Explain the importance of knowledge capital. (Also see Competency 2.6 Principles and practices of knowledge management.)

 

2.2 LO 2: Identify approaches, and develop a plan to create an environment that encourages continuous learning. (See also 7.1 LO 1 and 12.0 LO1)

 

2.2 LO 3: Differentiate among the different learning styles, and discuss/demonstrate how communication and learning opportunities needed to build/maintain technical staff expertise should address a variety of learning styles.

 

2.2 LO 4: List, describe, and evaluate different individual and organizational developmental tools. Include in the developmental tools: Team building practices, feedback/reinforcement systems, delegation, Junior boards, etc. as well as traditional education and developmental opportunities.

 

2.2 LO 5: Analyze organizational structures to identify, evaluate, and plan career development paths. (Same as 2.7 LO 8)

 

2.2 LO 6: Discuss methods and approaches that can be used by staff to maximize training and learning and to utilize new skills. (See also 2.6 LO 15, 3.1 LO 13, 3.3 LO 5, 3.4 LO 10, 10.1 LO 3, 10.1 LO 13, 11.0 LO 2 and 12.0 LO 2)

 

2.2 LO 7: Compare and contrast the effectiveness of various staff recruitment, development and retention plans. (Also see Competency 2.7)

 

2.2 LO 8: Analyze organizational structure and current staffing to facilitate succession planning.

Competency 2.3-Competency testing - standards, certification, and performance assessment

2.3 LO 1: Describe, classify, evaluate, and compare IT certifications, tests, and academic degrees presented by IT personnel.

 

2.3 LO 2: Discuss the concepts of organizational design as they apply to the development of job descriptions appropriate to the organization, and the development of selection criteria based upon both the job description and job specifications.

 

2.3 LO 3: Some federal positions (such as that for CIO) have legislated and/or regulated requirements. Identify and discuss positions, particularly those impacting IT, for which there are legislated or regulated requirements.

 

2.3 LO 3: Discuss the role (appropriateness, advantages, limitations) of testing in the selection process.

 

2.3 LO 4: Although well-designed position descriptions and job specifications are integral to the selection process, they are also fundamental to the development of a comprehensive performance appraisal process. Compare and contrast and evaluate the various approaches to performance appraisal

Competency 2.4-Partnership/team-building techniques

2.4 LO 1: Discuss Organizational Development (OD), and OD techniques, and their role in team building and partnering.

 

2.4 LO 2: Discuss the principles of group dynamics, and the ways in which the theories of group dynamics assist a manager in anticipating behavior. Give particular attention to the role organizational culture plays in the adoption and support of teams.

 

2.4 LO 3: List and define typical team roles.

 

2.4 LO 4 Identify and evaluate the attributes of organizational culture and discuss how the organization's culture, affects its decision-making process. (Same as 1.4 LO 1)

 

2.4 LO 5: Describe the team building process, including the need for trust and the importance of empowerment.

 

2.4 LO 6: Discuss and apply the principles of team leadership in a variety of settings including a matrix environment, an inter-organizational environment, and in a systems environment.

 

2.4 LO 7: Report on the practices involved in good meeting discipline, including when to schedule (and not schedule) meetings, when to make decisions, and when to involve others in the decision-making process.

 

2.4 LO 8: Evaluate the contributions that self-awareness tools bring to team building.

 

2.4 LO 9: Discuss significance of diversity and individual differences when involved in team building activities.

 

2.4 LO 10: Since individual differences extend to learning style(s), differentiate among the different learning styles, and discuss/demonstrate how communication and learning opportunities can address each learning style. (Note: Same as 2.2 LO 2)

 

2.4 LO 11: Identify appropriate team-building approaches to be used in multi-disciplinary, inter-organizational, and partnership situations.

 

2.4 LO 12: Compare and contrast the concepts and applications of teaming and partnering.

Competency 2.5-Personnel performance management technique

2.5 LO 1: Support the concept that an organization can be more effective if performance profiles of incumbent personnel are developed, and staffing specifications are developed that address the unit's weaknesses.

 

2.5 LO 2: Evaluate advantages and disadvantages of different performance management approaches.

 

2.5 LO 3: Discuss the potential performance advantages of communicating job/role expectations.

 

2.5 LO 4: Identify possible advantages and disadvantages of utilizing a process in which staff participate in identifying their performance objectives.

 

2.5 LO 5: Justify the value of timely performance feedback, and identify opportunities to practice such timely feedback.

Competency 2.6-Principles and practices of knowledge management

General Discussion: Knowledge Management involves the use of disciplined processes (and their supporting tools) to optimize application of knowledge in support of the organization's overall mission. Knowledge Management as a discipline is exploding because of needs arising from budget, growth and personnel issues coupled with the realization that knowledge (including the retention and reuse of intellectual capital) has value. Although the availability of technology is enabling the explosive growth being seen in KM, it is essential to remember that Knowledge Management is much more than technology. KM involves linking people to people, people to content and content to content.

 

2.6 LO 1: Define Knowledge Management and illustrate its value in your organization

 

2.6 LO 2: Distinguish among each of the four levels (Data, Information, Knowledge, Wisdom) of Knowledge Management

 

2.6 LO 3: Compare the various roles that a CIO may assume in support of Knowledge Management

 

2.6 LO 4: Illustrate the strategic importance of Knowledge Management in an organization

 

2.6 LO 5: Relate the ways in which Knowledge Management can support the strategic goals of an organization.

 

2.6 LO 6: Examine the effect of knowledge management on individual and organizational effectiveness, including KM's potential effect on business processes.

 

2.6 LO 7: Explore the role of organizational culture in the development and implementation of an integrated KM process.

 

2.6 LO 8: Identify and evaluate technological tools that may be used in implementing Knowledge Management systems

 

2.6 LO 9: Describe the role of technology in converting data and information into organizational knowledge

 

2.6 LO 10: Develop a policy statement on Knowledge Management that clearly articulates a vision of KM's attributes and its strategic importance to your organization.

 

2.6 LO 11: Formulate a KM process that incorporates best practices.

 

2.6 LO 12: Chart a KM process for an organization that addresses identifying the information that is required, the methods of obtaining the information, the role of technology in the KM process, and the ownership of the KM process

 

2.6 LO 13: Evaluate a variety of organizational approaches (policies, budget, assessment, rewards) that can be used to institutionalize the paradigm shift needed to make Knowledge Management processes successful.

 

2.6 LO 14: Assess potential linkages among COO, CIO, CFO and CKO functions in an organization. Describe the ways in which these relationships can be enhanced through a comprehensive KM process.

.

2.6 LO 15: Formulate a strategy to facilitate training and education of knowledge workers within the participant's organization. (See also 2.2 LO 6, 3.1 LO 13, 3.3 LO 5, 3.4 LO 10, 10.1 LO 3, 10.1 LO 13, 11.0 LO 2 and 12.0 LO 2)

 

2.6 LO 16: Identify approaches that can be developed and implemented to develop a culture of knowledge sharing, collaboration and support of KM.

 

2.6 LO 17: Distinguish between Communities of Practice and Communities of Interest., and explain their contribution to a comprehensive KM process.

 

2.6 LO 18: Evaluate approaches to measuring the effectiveness of KM efforts.

 

2.6 LO 19: Prepare a business case that can be used to support the development and implementation of a comprehensive Knowledge Management process at the participant's organization.

Competency 2.7-Practices which attract and retain qualified IT personnel

2.7 LO 1: Discuss the role of encouragement and recognition in the motivation, learning and retention processes.

 

2.7 LO 2 Describe the ways in which a culture of trust functions as a motivator, encourages innovation, and retains personnel.

 

2.7 LO 3: Design approaches to develop and implement a culture of trust.

 

2.7 LO 4: Discuss the opportunities and challenges present in a workplace that exhibits diversity in gender, race, creed, national origin and generational differences..

 

2.7 LO 5: Support the concept that a clearly defined and jointly held vision improves personnel recruiting, retention and employee performance.

 

2.7 LO 6: Justify why a CIO and top management should model a culture of shared vision and shared leadership.

 

2.7 LO 7: Develop a comprehensive plan to create an environment that encourages continuous learning and provides opportunities for staff to apply learning. (See 2.2 LO 1)

 

2.7 LO 8: Analyze organizational structures to identify, evaluate, and plan career development paths. (Same as 2.2 LO 5)

 

2.7 LO 9: List and describe survival strategies in a Civil Service environment.

 

2.7 LO 10: Compare and contrast the effect of the presence (or absence) of infrastructure on the achievement of organizational mission.

 

2.7 LO 11: Discuss the motivational and performance effects that empowerment brings to the workplace.

3.0: Process/Change Management

General Discussion: The paramount role of the CIO is as Chief Visionary of the organization. As such the CIO works in strong partnership with the CEO/COO who is the chief change agent. CIOs need to distinguish between the behavioral and affective dimensions of change management (including essential stakeholder "buy-in") that are more related to leadership and the cognitive dimensions of process management that provide "measuring points" and are a tool for change management. It is important that CIOs be familiar with Organizational Development (OD) concepts and OD's importance as an independent discipline. It is also essential for CIOs to be open to the role of Business Process Improvement as a frame/context for introducing any type of new business-based technology change including e-government, Smart Cards and other government initiatives.

 

3.0 LO 1: CIOs frequently must lead change (technology adoption, skill transfer, etc.) in an organization. Discuss the concept of change, and the dimensions of behavioral change

 

3.0 LO 2: Discuss the role of leadership in successful change initiatives.

 

3.0 LO 3: Discuss the role of the CIO as a leader of change in his/her organization. (See also 9.6 LO 6 and 9.7 LO 7)

 

3.0 LO4: Justify the importance of stakeholder "buy in" in successful change efforts.

 

3.0 LO 5: Identify and demonstrate the use of approaches that can be used by a CIO to achieve stakeholder support in change efforts.

 

3.0 LO 6: Discuss Process Management as it relates to change management. Include the roles of strategic planning, and the transfer of strategic vision into tactical goals.

 

3.0 LO 7: When considering the process of change management, discuss the role of goals, budgets and activities to achieve those goals

 

3.0 LO 8: Federal CIOs work within a large system that includes the OMB, different administrations, and multiple initiatives requiring change over years. Discuss the dimensions of the government environment as a factor in successful change management.

 

3.0 LO 9: Evaluate the benefits derived from a CIO "networking" with colleagues, peers, superiors and subordinates as he/she promotes a vision of the organization.

 

3.0 LO 10: Clinger Cohen mandates that the CIO promote improvements to work processes in organizations. Identify and discuss the ways that CIOs, working collaboratively with the program leadership, may indeed promote such improvements to work processes. Include in the discussion the potential role of interorganizational relationships and partnerships with the business domain.

Competency 3.1-Techniques/models of organizational development and change

General Discussion: It is important that CIOs be familiar with Organizational Development (OD) concepts and OD's importance as an independent discipline. CIOs need to be able to critically assess the organization against strategic goals, be familiar with the tenets of change management, and assess planned change from a systems perspective.

 

3.1 LO 1: Discuss Organizational Development, its concepts and methods, and its importance as an independent discipline.

 

3.1 LO 2: Identify and discuss the classical elements of change management

 

3.1 LO 3. Identify and discuss methods and metrics available for organizational assessment that an executive may utilize to assess the need for change.

 

3.1 LO 4: Discuss the importance of the organization and its stakeholders being ready for change. Identify approaches to assess workplace culture and environment regarding their readiness for change. Design approaches (including the identification of individuals) to prepare the workplace for change

 

3.1 LO 5: Demonstrate the ability to perform SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis.

 

3.1 LO 6: Identify quantitative and qualitative approaches to the evaluation of performance, quality, productivity, customer satisfaction, usability, cycle time, cost, functionality, risk, etc.

 

3.1 LO 7: Design approaches to recognize, evaluate, communicate and champion change possibilities, including those arising from "best practices."

 

3.1 LO 8: Resistance to change is an organizational reality. Comprehensively discuss the critical importance of addressing resistance to change. Include identification of the barriers to change, identification and assessment of strategies for overcoming resistance to change, including leverage points and other opportunities to effectively implement change.

 

3.1 LO 9: List and describe the variety of change techniques and tools including education and training.

 

3.1 LO 10: Differentiate between voluntary and mandated change strategies and the approaches to their implementation.

 

3.1 LO 11: Assess planned change from a holistic systems perspective. Include the identification of multiple points at which risk assessment and abatement techniques should be applied.

 

3.1 LO 12: Design a comprehensive plan to implement, communicate, and champion a unified change initiative.

 

3.1 LO 13: Organizational Development involves structure, process, and culture. Demonstrate gap analysis approaches to identify staffing needs and to plan for education and training as appropriate. (See also 2.2 LO 6, 2.6 LO 15, 3.3 LO 5, 3.4 LO 10, 10.1 LO 3, 10.1 LO 13, 11.0 LO 2 and 12.0 LO 2)

Competency 3.2-Techniques and models of process management and control

3.2 LO 1: List and discuss the principles of process management and control.

 

3.2 LO 2: Compare and contrast the major tools, techniques and methods of process management.

 

3.2 LO 3: Identify, describe and evaluate process simulation tools used to support process change management.

 

3.2 LO 4: Describe gap analysis activity (gaps between present and desired state) and discuss the application of its results. (One example: Can I add 90,000 transactions to the network and preserve sub-second response time?)

 

3.2 LO 5: Assess internal control systems relative to other business systems

 

3.2 LO 6: Since most process improvements and/or changes have systemic implications, identify and assess the impact of the business process improvement program on all aspects of the organization. (See also 3.4 LO 12)

Competency 3.3-Modeling and simulation tools and methods

General Discussion: Modeling and Simulation tools and methods are valuable adjuncts in Process/Change Management. It is essential to remember, however, that all these tools and techniques should be considered within the context of supporting the mission and strategic plan of the organization.

 

3.3 LO 1: Identify and describe modeling and simulation approaches. Include among the approaches systems dynamics modeling, benefit cost analysis, costing, capital budget and investment, forecasting, sourcing models (build or buy), and transferability (how transferable it is to the mission).

 

3.3 LO 2: Compare and contrast among modeling and simulation tools demonstrating that the tools chosen appropriately offer productivity, reliability, availability accessibility in support of the organization's missions.

 

3.3 LO 3 Demonstrate how to build from business goals to process change and/or technology solutions.

 

3.3 LO 4: Identify and describe tools for IM/IT product design and development. (Include among the tools OO, data warehousing, COM etc.)

 

3.3 LO 5: Demonstrate analysis of organizational requirements (assess organization, assess staff, identify expertise and identify gaps), and design a program(s) to train staff in simulation and modeling tools needed to support the organizational mission and its strategic plan. (See also 2.2 LO 6, 2.6 LO 15, 3.1 LO 13, 3.4 LO 10, 10.1 LO 3, 10.1 LO 13, 11.0 LO 2 and 12.0 LO 2)

Competency 3.4-Quality improvement models and methods

General Discussion: A valuable adjunct to any discussion on quality is to address the concept of "highest quality" vs. "expected outcome."

 

3.4 LO 1: Explain the different uses/meanings of the term "quality"

 

3.4 LO 2: Identify and assess quality factors in business, information and technical areas. Include among the general indicators of quality all the "ilities" such as productivity, reliability, availability, accessibility, and address the "three pesky questions (Core Mission, Outsourcing and Redesign)."

 

3.4 LO 3: Discuss the dimensions of "quality" when addressing customer (employees, customers, and stakeholders) expectations.

 

3.4 LO 4: Identify and discuss the ways in which quality can be integrated into the culture of the organization.

 

3.4 LO 5: Defend the integration of quality dimensions into the articulation of performance standards.

 

3.4 LO 6: Develop a model of the relationships/linkages that emanate from customer needs and expectations (including quality perceptions), which result in organizational initiatives. Show how these expectations drive strategic planning and are linked to performance goals and objectives.

 

3.4 LO 7: Illustrate the ways in which quality initiatives (tactical goals) can be developed so that they advance strategic goals.

 

3.4 LO 8: Describe the CIO's responsibility regarding quality improvement

 

3.4 LO 9: Differentiate and prioritize among quality factors. Include, but do not limit the discussion to issues such as, "If a 98% quality assurance program costs $100,000 and a 99% quality assurance program costs $1,000,000, the CIO needs to be able to assess the cost/benefit between them"

 

3.4 LO 10: Discuss and plan ways in which a CIO may analyze organizational requirements and design a program(s) to train staff in quality models and methods. Include in the discussion/planning programs that will address ISO 9000, the Baldridge award, QFD, CMM, Customer vs. Owner. (See also 2.2 LO 6, 2.6 LO 15, 3.1 LO 13, 3.3 LO 5, 10.1 LO 3, 10.1 LO 13, 11.0 LO 2 and 12.0 LO 2)

 

3.4 LO 11: Define Activity Based Costing (ABC) and discuss the potential role of ABC as a process assessment tool. (See also 4.3 LO 3 and 4.5 LO 2)

 

3.4 LO 12: Since most process improvements and/or changes have systemic implications, identify and assess the impact of the business process improvement program on all aspects of the organization. (See also 3.2 LO 6)

3.5 Business Process Redesign/Reengineering Models and Methods

3.5 LO 1: Define Business Process Improvement, redesign, and reengineering (BPI/BPR))

 

3.5 LO 2: Champy defines reengineering as "the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service, and speed." Discuss this statement and its implications for an organization.

 

3.5 LO 3: Trace and assess the history, evolution, and relationships of BPR, BPI, TQM, and similar initiatives.

 

3.5 LO 4: Identify and discuss the characteristics of successful Business Process Improvement (BPI), redesign, and reengineering (BPR)

 

3.5 LO 5: List and discuss the models and methods that may be utilized in a comprehensive Business Process Improvement effort.

 

3.5 LO 6: Discuss the potential problems that may beset a Business Process Improvement effort.

 

3.5 LO 7: Discuss Business Process Improvement and the CIO's role of a change agent.

4.0: Information Resources Strategy and Planning

General Discussion: IT must be a value-adding dimension of the business plan. IRM strategic planning must begin with the business strategic planning process and integrate with the organization's business functions and plans since business planning and IRM planning are parallel and coupled processes. Thus the CIO must be able to ask the right questions and understand the answers. .
IRM planning should also address cross-governmental and inter-agency planning issues as these are increasingly important in e-government
The planning process itself must be holistic, flexible (not platform or vendor specific), at a high level and must be in balance with the overall business strategy. IT's strategic plan must be a lesson in integrating since IT should be woven into the very fabric of the way the organization does its work.
Understanding IT architecture is essential.

 

4.0 LO 1: Discuss the advantages and disadvantages to approaches to coordinating IT across government entities in order to facilitate electronic government. See also Core Competency 9.0: E-Government/Electronic Business/Electronic Commerce

 

4.0 LO 2: Explore the impact of the citizen/consumer's access to government as part of the strategic planning process.

Competency 4.1-IT baseline assessment analysis

4.1 LO 1: Define and describe performance goals and distinguish performance goals from performance standards.

 

4.1 LO 2: In IT planning, differentiate between "baseline" analysis (inventory of hardware, software and skills) and "assessment" which places that baseline into the business and IT strategic plan.

 

4.1 LO 3: Identify the reasons that a CIO would need to know the status of the current technology architecture. Describe the process in which current technology architecture, including platforms, networks, etc. is identified.

 

4.1 LO 4: Explain classical benchmarking, particularly as applied to IT hardware, software, and IT staff skills and abilities. (Reference: "Benchmarking" by Camp)

 

4.1 LO 5: Evaluate current baseline analysis against established benchmarks.

 

4.1 LO 6: Describe the ways in which benchmarks may be used to forecast performance of both your organization and your competition.

 

4.1 LO 7: Evaluate various IT performance analysis and assessment processes.

 

4.1 LO 8: Explain the importance of IT performance assessment/ analysis and summarize the ways in which assessment results can be used in developing appropriate and timely IRM strategies and plans that support business goals.

 

4.1 LO 9: Design performance analysis and assessment approaches that address each element of IT. Include technology components (inventory of physical components, technical viability of components, capacity plan to manage extension of inventory and performance measuring plans to assess ability to remain current with technological evolution), personnel (capabilities and skills), organizational structure and culture, and business plan linkage.

 

4.1 LO 10: Describe and define IT architectural principles.

 

4.1 LO 11: Evaluate the role of IT architectural principles in IT/IRM strategic planning.

 

4.1 LO 12: Characterize the baseline architecture of an organization's/agency's IT/IRM.

 

4.1 LO 13: Discuss and describe the role of IT performance goals and standards with respect to the enterprise/program strategic plan, general goals, and performance goals.

 

4.1 LO 14: Assess the agency's baseline architecture in terms of its effectiveness in meeting enterprise/program strategic goals and performance goals and identify gaps that should be addressed.

 

4.1 LO 15: Describe the relationship between IT strategic planning and IT functional analysis.

 

4.1 LO 16: Describe how IT visionary strategic planning is linked to enterprise/program visionary strategic planning.

Competency 4.2-Interdepartmental, inter-agency IT functional analysis

4.2 LO 1: Define functional analysis in an IRM setting

 

4.2 LO 2: Define the context (purpose and goals) for functional analysis. Discuss when cross functional work is desirable and when it is not desirable. (Note: Successful CIOs use cross-function systems or data where it adds value to the bottom line.)

 

4.2 LO 3: Assume there is a mission and a baseline analysis. Analyze the functional requirements for the IT group, including functions that will be needed "cross functionally."

 

4.2 LO 4: Given the context of an IT interaction, define the current scope (i.e., interagency, intergovernmental, between federal and state, international, etc), and assess the potential challenges and consequences of a wider scope developing

 

4.2 LO 5: Design systems to address interdepartmental, interagency and intergovernmental functional analyses.

 

4.2 LO 6: Discuss when OD interventions may be needed for functional analysis to succeed.

 

4.2 LO 7: List and describe functional analysis tools and issues. Include BPR, security, privacy, accessibility, and open access issues in this discussion. (See also Core Competency 10.0 on IT Security and Information Assurance)

 

4.2 LO 8: IT needs can be addressed in a number of ways including, "Use what we've got, Build new, Acquire from the private sector, Acquire from the public sector," etc. Compare and contrast these potential solutions.

 

4.2 LO 9: Justify the statement that "cross-functional IT aspects must be embedded in the system." Include the communication channels (interdepartmental, interagency, intergovernmental) appropriate to the level of discussion.

 

4.2 LO 10: Identify the criteria required to determine whether to "stop" or "kill" a project. (Same as 5.2 LO 9. See also Competency 6.5 on Project Risk Management and Competency 7.3 on Risk Management Models and Methods.)

Competency 4.3-IT planning methodologies

4.3 LO 1: List and describe a comprehensive IT planning process.

 

4.3 LO 2: Compare and contrast the range of IT planning methodologies. Include at least the following in the discussion of these IT planning methods: Martin's Information Engineering approach, gap analysis, weighted priorities (especially in terms of backbone questions), modeling techniques, Business Process Improvement and Business Process Reengineering.

 

4.3 LO 3: Discuss the value of applying Activity Based Costing (ABC) to IT planning. (See also 4.5 LO 2 and 3.4 LO 11)

 

4.3 LO 4: Define the activities and tasks of IT planning, and assess the interoperability of the resources available

Competency 4.4-Contingency Planning

4.4 LO 1: Identify the need for contingency planning, and for garnering the needed resources to protect against costly IT "events." The discussion should include but not be limited to issues such as the following: Data integrity, Disaster recovery, Emergency preparedness, System crash and backup planning, Cyber terrorism, and Program contingencies such as Y2K was in 1998 and 1999.

 

4.4 LO 2: Develop and support contingency plans to protect against costly IT "events." Plans should identify risks to the IT plan, inventory opportunities for failure (including degradation of service), and identify resources to protect against such events.

 

4.4 LO 3: Discuss the value of interoperability of resources in support of contingency needs.

Competency 4.5-Monitoring and evaluation methods and techniques

4.5 LO 1: Identify and describe approaches that will assess value, benefit, and cost of IT and its impact on the business, or the organization's components.

 

4.5 LO 2: Discuss the value of Activity Based Costing (ABC) in demonstrating the value, and benefits of IT. (See also 3.4 LO 11 and 4.3 LO 3)

 

4.5 LO 3: Demonstrate the value of establishing periodic and timely reviews and reporting milestones in which IT performance is compared/contrasted to the IT strategic plan

 

4.5 LO 4: Describe the benefits involved in a periodic review of contingency planning for IT.

 

4.5 LO 5: Describe the importance of establishing and evaluating program success factors.

 

4.5 LO 6: Understand project management planning and control tools. (See also Core Competency 6.0: Project/Program Management)

 

4.5 LO 7: Identify ways in which IT milestones may be linked to the organizational reporting structure.

 

4.5 LO 8: Describe how to do configuration planning with respect to IT plans, including identifying the baseline and tracking changes to the baseline

5.0 Performance Assessment: Models and Methods

General Discussion: The basic question: Is IT meeting both the business plan goals and the needs of constituents? There must be a "balanced scorecard"-revenue/program accomplishment with both customer and employee satisfaction.
The CIO must be aware of the range of perspectives on performance systems, and of the types of performance measures available and must embrace a systems perspective for IT and its assessment process(es). The CIO must understand the importance of baseline assessment measures-existence, qualitative measures and quantitative measures (example: ROI) in the performance assessment cycle.

Competency 5.1-GPRA (Government Performance Results Act) and IT: Measuring the business value of IT-and customer satisfaction

5.1 LO 1: List and describe non-monetary contributions to business value including usability, efficiency, productivity, perceived value, etc.

 

5.1 LO 2: Defend the value of gathering and analyzing data and using the information in supporting assessment conclusions and decisions.

 

5.1 LO 3: Describe how IT strategic planning relates to the business mission, vision, strategy, goals and objectives of an organization. (See 1.1 LO 6, 1.1 LO 7 and 1.1 LO 8)

 

5.1 LO 4: Describe how the IT systems support the IT strategic plan in terms of business mission, vision, strategy, goals and objectives of an organization.

 

5.1 LO 5: Develop a strategic plan that is linked to specific performance goals. (See 1.1 LO 6, 1.1 LO 7 and 1.1 LO 8)

 

5.1 LO 6 identify the ways that IT is tied to an organization's critical success factors.

 

5.1 LO 7: Discuss how IT relates to both internal (process) customers, and external (Congress, customers, etc.) business drivers.

 

5.1 LO 8: List and describe how IT aligns with the core process of the business.

 

5.1 LO 9: List current federal performance legislation (e.g. GPRA, ITMRA, Clinger-Cohen, PRA of 1995, GPEA, CFO Act, Section 5.08, DIWIA and other relevant performance legislation) and describe/discuss the performance mandates that a CIO must address. (See also 1.2LO 2)

Competency 5.2-Monitoring and measuring new system development: When and how to "pull the plug" on systems

General Discussion: It is essential for CIOs to understand that when and how to "pull the plug" is an issue for both new systems and existing systems.

 

5.2 LO 1: Schematize the entire IT lifecycle (using PPBS or SA CMM SEI at Carnegie Mellon), including both funding and retirement, and show how integral performance measures can support each phase of the cycle. (Also see Core Competency 7.0 on Capital Planning and Investment Assessment)

 

5.2 LO 2: Evaluate the different approaches to life cycles to determine if the most appropriate life cycle has been chosen.

 

5.2 LO 3: Identify criteria and integrate "go/ no go" checkpoints into the development life cycle.

 

5.2 LO 4: List and describe the decision tools and evaluation systems that are typically used to make go/ no go decisions. Include tools that address cost and schedule data as well as rules of thumb such as "when a system gets behind 20%, it is time to `kill' it."

 

5.2 LO 5: Identify the types of decision tools and criteria that are used within the development life cycle to determine when a system has reached maturity. Discuss the importance of this process. Include concepts such as 80/20 and tools such as Pareto Analysis

 

5.2 LO 6: Identify criteria to be used when analyzing whether to replace an existing system.

 

5.2 LO 7: Compare and contrast the characteristics and the challenges involved in "new" systems, both those that are replacing existing systems, and those that are completely new.

 

5.2 LO 8: Describe the process involved in choosing the most appropriate control measures. (See also 6.3 LO 2)

 

5.2 LO 9: Identify and evaluate the criteria required to determine whether to "stop" or "kill" a project. (Same as 4.2 LO 10)

Competency 5.3-Measuring IT success: practical and impractical approaches.

5.3 LO 1: List and explain the various criteria (time, budget, etc.) that may be used to determine IT "success." Assess the importance of aligning these criteria with stakeholder needs.

 

5.3 LO 2: Identify and evaluate approaches/tools for measuring IT success that may be used (based on the organization's need for information). Include among the tools, the GQMM (Goals, Questions, Metrics, Measures) approach, the Balanced Scorecard (financial, customer, internal business process, innovation/learning), Benchmarking, Best Practices, Clinger-Cohen (plus/minus 10 percent), OMB Circular A-11 Exhibit 300 B, Raines Rules, etc. (See 5.5 LO 3 and 6.3 LO 2

 

5.3 LO 3: Identify and compare leading and lagging indicators that are appropriate for the organization and its activities.

 

5.3 LO 4:Discuss the need for measurements, the limits of analysis, and the hazards of measurement for measurement's sake.

 

5.3 LO 5:Distinguish between outcome and output, i.e., what the system needs to achieve and output (what the system does.

 

5.3 LO 6: Discuss the importance of identifying a few critical measures of IT success, and devise systems to keep those "critical measures" visible.

 

5.3 LO 7: Explain the role of survey instruments in achieving IT success.

 

5.3 LO 8: Assess success relative to risk.

Competency 5.4-Processes and tools for creating, administering and analyzing survey questionnaires.

5.4 LO 1: Discuss the importance of questionnaires and other survey instruments in addressing customer satisfaction and helping to identify gaps that may exist in the "soft side" of IT.

 

5.4 LO 2: List, describe and evaluate the strengths and weakness of a variety of survey collection techniques including interviews, elite interviews, focus groups, surveys, questionnaires, etc.

 

5.4 LO 3: List, describe and evaluate the applicability of frameworks such as maturity measures, CMM, ISO 9000, questionnaires in specific organizational settings.

 

5.4 LO 4: List and discuss the characteristics of good survey design. Discuss validity and reliability. (Reference: GSA link to GAO documents.)

 

5.4 LO 5:Discuss possible "interactions" among various survey instruments, and the importance of addressing the risks arising from such interactions before they occur.

Competency 5.5 Techniques for defining and selecting effective performance measures.

5.5 LO 1:Support the statement that the "Key Criteria in establishing measures of effective performance is alignment-alignment with stakeholder needs, mission, vision, critical success factors, etc."

 

5.5 LO 2: Discuss the advantages and disadvantages of building user feedback into the design and development of performance measures.

 

5.5 LO 3:List, describe, and evaluate techniques that are appropriate for measuring effective performance. Identify where these techniques/practices may be found. Include best practices, benchmarking etc. (See also 5.3 LO 2 and 6.3 LO 2)

 

5.5 LO 4: Discuss the importance of identifying the purpose of establishing specific measurements of effective performance. Anticipate the use of the data obtained and identify the "behavior" that may need to be modified.

Competency 5.6-Examples of and criteria for performance evaluation

5.6 LO 1: Identify, evaluate and report on sources of performance evaluation information including internal databases, government-wide databases, proprietary databases, and web sites such as (www.govexec.com/edge) and Performance Pathways (http://www.itpolicy.gsa.gov/)..

 

5.6 LO 2: Identify and prioritize criteria that address strategic and tactical dimensions of IT, demonstrating the ways in which typical criteria can be focused (business, information quality, technical application) and evaluating whether the technology is fulfilling strategic business needs as well as the tactical dimensions of service, information and system quality.

 

5.6 LO 3: Discuss the approaches to, and the value of identifying/ prioritizing customers and stakeholders.

Competency 5.7-Managing IT reviews and oversight processes

5.7 LO 1: Discuss the significance/importance and impact of IT reviews.

 

5.7 LO 2: Define the role and responsibilities of managers (program managers, project managers, program leads, etc.) in the IT review process.

 

5.7 LO 3: Beginning with the requirements definition phase, identify key performance parameters for each phase in the lifecycle that's being used. (See also 4.5 LO 6; and 5.1 LO 4)

 

5.7 LO 4: Describe the dual role of the CIO-as CEO in IT and in the Clinger-Cohen role in agency leadership. (See also 1.1 LO 3, and 1.4 LO 2)

 

5.7 LO 5: Describe the importance of the CIO "having a seat at the table." Consider that as part of the CIO's line responsibility, he/she is responsible for the reviews and the oversight process. He/she must have visibility in the process-and also has the responsibility to advise the organization's leadership team.

 

5.7 LO 6: Show IT's strength as a solution provider that can demonstrate business value.

 

5.7 LO 7: Design a method to ensure that measurement data that has been collected in the assessment process is used in the review and decision making processes.

6.0: Project/Program Management

General Discussion: Both program management and project management require the same set of skills, including communication, effective decision making, and team building. However, there is a difference in scalability and granularity between the management of projects and programs, and therefore a need to distinguish between the two.

    Project Management: A project may be an element of a program, is relatively short term and has a defined beginning and end. They are often detail oriented and may change.
    Program Management    : A program is considered to be a set of related on-going activities with a common focus and could include multiple projects. Although a program has a target, it is not bounded in time, and can accommodate change.
    Decision-making is essential to both project and program management.

 

6.0 LO 1: Examine the importance of ethics, integrity and objectivity in program/project management.

 

6.0 LO 2: Describe the elements that affect the deployment of enterprise-wide program oversight capabilities.

 

6.0 LO 3: Justify the requirements of a project by demonstrating that the program is related to the enterprise mission and GPRA..

 

6.0 LO 4: Develop procedures for establishing and maintaining a Configuration Control Board (CCB).

 

6.0 LO 5: Define a project in terms of internal and external factors.

 

6.0 LO 6: Identify the types of external integration opportunities that exist with vendors, extranets, distance learning, etc.

Competency 6.1-Project scope/requirements management

6.1 LO 1: Classify how programs/projects fit into the global picture of organization, other programs, Congress, and the organization's internal and external stakeholders.

 

6.1 LO 2: List and define the elements involved in the scope (money, time, people, impact, etc.) of the program/project being considered

 

6.1 LO 3:Discuss how the program/project scope elements address the needs of the organization, including its vision, values, history and culture

 

6.1 LO 4: Discuss the way in which vision impacts scope and requirements, i.e., most of the project resources are committed once the planning stage is completed.

 

6.1 LO 5: Illustrate the essential and central role of information/knowledge in the management of projects/programs

 

6.1 LO 6: Assess and anticipate the potential positive and negative effects that arise from change (mission, organizational structure, organizational resources, and global

 

6.1 LO 7: Discuss how to identify, manage and control project requirements.

 

6.1 LO 8: Discuss the ways in which project requirements affect project scope and scope management.

 

6.1 LO 9: Illustrate how poor requirements may cause "requirements creep."

 

6.1 LO 10: Discuss and design approaches systems to track both technology changes and user needs changes so as to reduce risk.

 

6.1 LO 11: List and discuss the types of organizational and project change that may occur due to partnering.

 

6.1 LO 12: List and evaluate risks that may emerge to threaten the success of a program.

 

6.1 LO 13: Evaluate the decision-making methods and tools (both micro and macro) and analyze the outputs they make available to the project/program manager.

 

6.1 LO 14: Discuss the implications of rapid design modeling techniques and methods on requirements and scope management.

 

6.1 LO 15: Analyze the need (business/mission) that is driving the requirements.

Competency 6.2-Project integration management

6.2 LO 1: Define and illustrate project integration and implementation.

 

6.2 LO 2:Develop plans to integrate project management and business management.

 

6.2 LO 3: Establish software management approaches to include promotion of process improvements, COTS risk assessment, human systems integration design and applications security analysis.

 

6.2 LO 4: Discuss and give examples of the importance of innovation and creative thinking in creating alternate program integration strategies.

 

6.2 LO 5: Describe integration across programs including the reallocation of resources.

 

6.2 LO 6:Compare, contrast and evaluate available "knowledge management" tools.

 

6.2 LO 7: Assess the value of electronic communication tools as an integration driver.

Competency 6.3 Project time/cost/ performance management

6.3 LO 1: Describe and evaluate project management planning techniques and tools that support the project lifecycle.

 

6.3 LO 2: List, describe and evaluate project/program performance metrics. (See also 5.2 LO 8, 5.5 LO 3)

 

6.3 LO 3: Identify criteria and analyze performance, resources, cost, and schedule in order to achieve business objectives.

 

6.3 LO 4: Discuss the importance of program control processes and industry best practices.

 

6.3 LO 5: Describe the importance of financial management techniques and tools.

 

6.3 LO 8: Identify, evaluate, and integrate cost, time and performance drivers so that the tradeoffs that are made are reached in a realistic way.

Competency 6.4-Project quality management

6.4 LO 1: Define characteristics of quality. Include usability, quality assurance and quality control.

 

6.4 LO 2: Identify quality requirements and evaluate/establish metrics to achieve those requirements.

 

6.4 LO 3: Identify and discuss ways to build quality into systems.

 

6.4 LO 4: Design and implement approaches to obtain feedback from users.

 

6.4 LO 5: Design approaches, including the use of metrics that cover the full range of quality requirements, which assure that quality programs are implemented.

 

6.4 LO 6: Discuss the advantages of independent verification and validation (IV&V) and design approaches to tie IV&V to the quality assurance program.

Competency 6.5-Project risk management

6.5 LO 1: Define risk

 

6.5 LO 2: Assess project management risk, including at least the five (technical, supportability, cost, schedule, and programmatic) major types of risk.

 

6.5 LO 3: Identify, discuss, develop and disseminate risk taxonomy. (Reference: SEI from Carnegie Mellon University and Defense Systems Management College.)

 

6.5 LO 4: Identify approaches to quantify risk assessment and to prioritize among risks. (Reference: DSMC Risk Management manual.)

 

6.5 LO 5: Describe and evaluate the risk mitigation process, and how it is tailored to particular situations.

 

6.5 LO 6: Evaluate monitoring and control systems. Discuss their implementation.

 

6.5 LO 7: Discuss the need for risk management in completed systems. Include discussion of the "larger environment" in which the system will be functioning.

 

6.5 LO 8: Define the risk management process.

 

6.5 LO 9: Characterize the differences among risk management, problem management and crisis management.

Competency 6.6-Project procurement management

6.6 LO 1: Describe the project management lifecycle.

 

6.6 LO 2: Discuss the CIO's lifecycle responsibility for project and program management.

 

6.6 LO 3:Describe the CIO's involvement in the early phases (concept exploration and procurement) of acquisition management.

 

6.6 LO 4: Identify necessary metrics to manage cost, schedule, and performance throughout the project lifecycle.

7.0 Capital Planning and Investment Assessment

General Discussion: it is essential that CIOs understand the importance of Capital Planning and Investment Analysis. Clinger-Cohen mandated such planning and assessment and changed the "rules of the game." Successful industry does the same things.
Clinger-Cohen decentralized IT and made each agency autonomous in th